Recovering the full-service dining segment


By Emma Hyatt
April 17, 2013
Full-service operators must clearly define their value offering in an evolving competitive landscape

The CRFA has forecasted real change in foodservice sales at 1.1 per cent for 2013, and chances are this falls short of the sales goals restaurant operators and suppliers have set. To achieve those goals, restaurateurs will  rely upon earning share: ramping up strategies not just to attract competitors’ customers, but also to retain customers and ensure repeat visits.

Full-service restaurants (FSR) are particularly motivated to recover share this year, and not just from other FSR operators. From 2007 through 2011, the FSR segment gradually lost share of commercial foodservice dollars and only began to show recovery in 2012. FSR chains fared better than independents, but overall the fastest dollar growth was driven by quick-service restaurants (QSR).

The up-scaling strategies that helped QSR earn this share have created an overlap in the competitive landscape between the segments. The top two reasons customers chose to visit FSR instead of QSR are for food quality and atmosphere, and these lines are beginning to blur amidst the emergence of the fast casual, better burger restaurants, and the up-scaled menu and decor of top QSR chains. However, the third reason FSR wins customers is because they want full service. This is where FSR can create the clearest point of difference.

This new landscape means customers now have more flexibility in deciding what type of food and flavour they want, how long they can wait, how much they will pay, all while feeling comfortable and capable in a stylish, Wi-Fi-equipped dining room. Some FSR operators choose to compete on price and convenience, but this is not nearly as important as exciting customers with creative, high-quality food and beverages, and an engaging atmosphere. Restaurants need to remind consumers what makes a full-service dining experience so great in the first place; remind them what’s worth paying for and waiting for. Strategies must rest on core strengths and compete against the standards of full-service dining.